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The difficulty of ES implementation (2) - implementation!

HONGDA 2019-01-18 497 return

This article is the second article of the MES implementation series, the first article "Difficulties in MES implementation, the first in the selection" can be clicked to review. The author explains all aspects of the MES selection process that need to be considered. In summary, there are the following points:

1 Establish a good MES selection team

First of all, the top management must participate and give enough attention. It is best to be personally instructed by the manufacturing director. The relevant person in charge of each part of the business (plan, warehouse, production, process, quality, equipment, etc.) is tracked and supported by senior industry consultants. Construct a three-level boosting mechanism of “Leadership”-“Execution”-“Consultant” to ensure the success of MES selection.

2 practicing internal strength, clear demand

Rationalize the relationship between the manufacturing process, deepen the understanding of MES, and lay a good foundation for MES selection and implementation. Can be divided into three work activities: 1 build a lean manufacturing process; 2 understand the role of MES; 3 know what you want. To sum up, it is the three-character 诀 - "business, raise awareness, clear demand."

3 Develop a reasonable MES implementation plan

Not greedy, not greedy, not greedy. Down to earth, advance the MES one step at a time.

4Understanding MES suppliers and products

Thoroughly understand suppliers and products from the inside out through the “four look” of industry, products, teams and POC. Knowing ourselves and knowing each other, we can plan and manage ourselves.

After the selection, the next step is difficult to implement.

The implementation of MES involves many departments such as production, process, planning, quality, equipment, warehouse, etc. The relationship between them is numerous, the business processes are coupled with each other, and the needs of various departments are difficult to adjust. Since the beginning of the MES industry in 2003, the author first came into contact with the implementation, knowing the complexity, so the impulse to write this article.

As the second part of the series, this paper starts from the author's project management and project implementation experience, and implements the motivation of MES, the implementation of MES and the team, the MES standard TO-BE process construction, and the basic data standardization plan. Explain the difficulties and key points in the implementation process and ensure the smooth implementation of the MES project.

Clear goals, establish the correct MES implementation motivation

Before discussing the implementation of the MES project, we can first look at why the customer company wants to go to the MES and understand the motivation and purpose of the MES on the customer's enterprise. Starting from the author's project experience, the motivations of MES on customer companies are mainly the following:

1) The manufacturing enterprise is of an OEM nature, and in order to meet the requirements of the customer, the MES demand is proposed;

2) In response to the national smart manufacturing policy, the company proposes the MES demand;

3) The ratio between the group or the enterprise and the enterprise, and put forward the MES demand;

4) The Group mandates that the subsidiary should go to the MES and propose the MES demand;

5) At present, the connection, management and manufacturing business processes between the manufacturing enterprise departments are obviously not suitable for enterprise development, and the demand for MES is put forward.

Among them, the first four motivations are easy to fail because they violate the implementation principles of MES. MES is the natural demand after workshop automation, workshop business management, and inter-departmental synergy development to a certain stage. At this point, the original workshop management methods and inter-departmental coordination methods can no longer meet the requirements of enterprise development, and it is necessary to further deepen the data, information, processes and coordination of the control workshop. This is the main reason for promoting enterprises to go to MES, which determines the trend of MES in enterprises. The first four kinds of motivations have limited time of action or limited driving force. Once resistance is encountered (such as the user does not support, the process does not come out, the OEM customer requests changes, etc.), it is difficult to promote the company to continue to the MES, it is easy to fail. It is.

Take the team, clarify the responsibilities of both parties, set the KPI

The implementation of MES is a matter for both parties. Both parties need to set up a team to clarify the project manager's responsibilities and KPI assessment methods. Party A's team roles include manufacturing director, project manager, and LEADER for each user department; Party B's project team includes project manager, consultant, development LEADER, and implementation engineer.

The project manager in the project team is very critical and needs to be fully committed. In particular, the project manager of Party A must ensure the basic participation in the previous period. Since most of the project managers of Party A have multiple roles, many tasks, and great work intensity, it is self-evident. Therefore, it is necessary to formulate appropriate KPI assessment methods and reward mechanisms, on the one hand to stimulate the enthusiasm of project managers and project teams, on the other hand to assess project progress and timely identify problems. The author used to be a MES implementation consultant in a Chinese-owned enterprise. When the project was implemented, due to the detailed and effective KPI assessment program, the project manager devoted himself to the MES project during the day and worked overtime to complete his own work. In the end, the project manager was honored as the head of the manufacturing department due to his excellent performance and quality and quantity in the scheduled time.

Queue business, build a standard TO-BE process for manufacturing companies

Achieve lean, collaborative manufacturing

3.1. Why build a TO-BE process

The purpose of building a TO-BE process is to help companies achieve lean manufacturing and collaborative manufacturing. In the general MES project, when the selection is completed and the contract is signed with the supplier, both parties will sign the SOW (StatementofWork). However, the functional scope of SOW is only a simple description of the MES function point, does not describe the basic data, and does not list the business process. It is impossible to start the MES implementation by this SOW alone. Even if it is implemented, because MES involves the coordination of different departments such as planning, warehouse, process, production, quality, equipment, etc., if there is no standard TO-BE process to plan, the effect can be imagined. Give two examples:

1) Material distribution

Material distribution involves the coordination between warehouse and production. How to carry out material distribution, how much to send each time, and according to what standard, it involves the convenience of operation between departments and departments, and the interests of departments. The production department does not want a one-time delivery, how much I need to send, or the material is easy to lose when the line is full; the warehouse department wants to be convenient, one-time delivery, to minimize the amount of distribution work. This requires prior discussion and planning of the distribution process.

2) ECN Engineering Change (EngineeringChangeNotice)

ECN involves the coordination of planning, warehouse, and production. For example, when the M-BOM changes, does the current work order continue to be done, or is it turned off? How to close? How to return the materials to the warehouse after turning off, how to deal with the finished products? These also need to be discussed and planned. The process of ECN change is actually the problem that MES is going to solve. If there is no such process, let's talk about the implementation of MES.

So who is this coordination? It is determined by the standard TO-BE process. The standard TO-BE process consists of a series of sub-processes. Take the electronics industry as an example, including 5 sub-processes:

The TO-BE process clearly depicts what the future plans to do. By constructing the TO-BE process, the business processes of different departments such as planning, warehouse, production, quality, process, equipment, etc. are defined and defined, and the methods and standards for collaborative manufacturing between departments are defined, and the MES demand plan is formed to obtain the basis. Data standardization program. With this, MES can really begin to implement. Otherwise, as the example says, it is easy to implement.

3.2. How to build a standard TO-BE process

First, the TO-BE process requires a team to build. It is jointly promoted by professional consultants, manufacturing directors, quality managers, process managers, plan managers, and warehouse managers according to the actual situation of the company, and fully complies with the manufacturing execution business and collaborative manufacturing relationship of the enterprise. If necessary, a separate consulting project can be conducted to invite industry experts to assist in sorting out. In the beginning of 2014, the author made a factory MES project, and the customer company selected a Korean MES product. When constructing the standard TO-BE process, the author and the Korean MES consultants, the manufacturing director, the quality director and the process department of the client company spent three months and built all the TO-BE standard processes, which laid the foundation for the successful implementation of the MES. Good foundation.

Collaboratively building a TO-BE process for each business unit generally includes multiple topics related to the business. Due to space limitations, it can only be described roughly here. The author still describes the process from the actual experience. The following is an example of the electronics assembly industry:

1) TO-BEProcessDesign-OrderProcess

OrderProcess details the related business of workshop work order processing, including docking with ERP system, work order release, work order execution, and report work.

The key points of the order process are: work order release, production order change management, and shortage start order management.

1 work order release. Describe how the shop gets the work order, how the job instructions are issued, which departments, which systems, and how to go back.

2 Production order change management. Describe the sign-off process for order changes and the actions that the shop floor needs to take when order changes.

3 lack of materials to start order management. For orders that are out of stock, describe how to sign, how to start, how to replenish, how to change to a regular order after replenishment, and so on.

Taking the work order release as an example, the construction process of the standard TO-BE process is as follows:

1 Preparation: clarify the relevant basic data of work order management;

2 define the input and output of the TO-BE process;

3 draw the business process of work order processing, pay attention to the various departments involved in the business process, work content and relationship with each other;

4 Split the system function details according to the standard TO-BE process.

Figure: Work Order Release: Job Instructions and Preparation Process for Planned Production Orders

2) TO-BEProcessDesign-MaterialManagementProcess

MaterialManagementProcess details the related business of material distribution and consumption in the workshop, including material storage, IQC and defect records, material distribution, deduction, and material return.

The key points of the material management process are: material distribution, material collection, inspection, storage, and material distribution.

1 material distribution. Describe how to form a material procurement plan, how to generate outbound material delivery notifications, IQC and defect records, how to enter the warehouse, how to deliver to the line side warehouse, etc.

2 Material collection, inspection, and storage management process. Describe how materials are counted, IQC and non-conforming product handling, replenishment, warehousing, secondary packaging and internal label management.

3 material distribution process. Describe clearly how to generate a bill of materials, material distribution, line side bin receipt and other processes according to the order.

3) TO-BEProcessDesign-QualityProcess

QualityProcess details the business related to the quality management of the workshop, including inspection, abnormal management, and quality traceability.

The key points of the quality process are: first inspection & process inspection & factory inspection.

1 first inspection & process inspection & factory inspection. Describe the workshop how to select the work order for inspection, non-conforming product handling, QC certificate management and so on.

4) TO-BEProcessDesign-ManufactureProcess

ManufactureProcess details the workshop manufacturing process and sorts out the system operation processes that conform to the on-site business and the operator's operating environment, including job execution, process management, data collection, shift management, and process/recipe management.

The key points of the manufacturing process are: job execution, data collection.

1 job execution. Describe the process of the shop to execute the work order, how to cross the station, how to lock, how to batch and batch. Be careful, be sure to do business through the system.

2 data collection. Describe the process of data collection in the workshop engineering, which data of which equipment is collected, the acquisition frequency, the collection method, and the data processing business process.

5) TO-BEProcessDesign–ECNProcess

ECNProcess details how to deal with related business operations, including change signing, change release and notification, and change execution.

Figure: Execution of engineering change management engineering changes (ECN management)

The key points of the engineering change management process are: order change processing.

1 Order change processing. Describe clearly how the work order is handled and how the material is processed when the change occurs.

Process

Export suitable, effective MES requirements

The greatest significance of building a standard TO-BE process is to derive a suitable, close-to-business MES requirements plan through the TO-BE process. Through the TO-BE process, combined with the SOW signed at the time of signing the contract, the manufacturing director, professional consultant, and project manager of both parties will build an effective, enterprise-oriented and professional demand book according to the company's own production characteristics and business needs. Demands don't want to be big and complete, some functions can't be really used, or you need to start from the TO-BE process to find the effective needs that are really suitable for you. Do not meet the actual needs; not the real demand of the MES; although it can be achieved, but the progress is not affected, and the demand for the project's online time is not met. The demand is fixed, and the MES implementation is well-founded and can accurately predict risks.

The completed MES demand plan must be signed and confirmed by the responsible persons of both parties to ensure that the MES demand plan is stable, durable and reliable, and is not subject to various external factors. A stable MES demand plan will help the project advance and reduce implementation risks.

Fixed data

Organize basic data standardization summary plan

Based on the TO-BE process and requirements plan, the basic data standardization summary plan is collated and determined. After the TO-BE process, customer companies often find MES basic data, such as workshops, processes, products, materials, BOM, DeffectCode, etc., in ERP or PLM, but the granularity is not refined enough, or simply does not exist. At this time, you need to consider sorting the basic data from the source. Data sources include existing systems and historical archives such as ERP, PLM, and CAPP. According to the specific conditions of the enterprise, different standardization schemes are used for management to derive the most effective basic data. A basic data standardization scheme is shown in the following table.

Written in the last words

Since 2003, the author has implemented MES in various industries such as electronic assembly, auto parts, machining, semiconductor packaging and testing, and medical equipment. Some projects went well, some failed, and some went through many detours. The author wants to say that there are so many reasons for MES failure, and business, process, collaboration, function, demand... may lead to MES implementation failure. However, the failure of any project is not unilateral. In the final analysis, it is the common cause of both parties. The author hopes that some of the empirical methods summarized in this article, whether for Party A or Party B, will have some inspiration and help. The two sides understand each other and cooperate with each other to jointly implement the MES project.